When it Takes a Network: Creating Strategy and Agility through Wargaming

Abstract

Rational, analytical, directed approaches for strategy creation and execution may work for creating value by conventional, hierarchically structured organizations operating in stable environments. However, when the basis of competition shifts from product features to an experience delivered by a network of independently acting participants in a complex and fast-evolving market environment, approaches based on command and control do not work. For order to emerge from such chaos and to gain more control over success, strategy based on reason alone is not enough to inspire action in others. To understand what it takes to effectively make strategy under such circumstances, this article shows how the UK's Royal Marines, in collaboration with more than a dozen different stakeholder groups, developed a novel adaptation of wargaming to affect strategic change in Afghanistan. It also demonstrates the broad applicability of this strategic approach.

Innovation Ecosystems: What Makes them Responsive during Emergencies?

“…We define eco-centric strategic agility as an ecosystem's ability to renew itself and flexibly adapt its resources, to respond to dynamic and uncertain environmental conditions. Agility does not occur by itself, rather it is dependent on actors making and acting on decisions (Franken and Thomsett, 2013). In a firm-centric approach, within hierarchically structured organizations, having a clear division of roles and responsibilities, the top management team takes such decisions.…”

“…In a firm-centric approach, within hierarchically structured organizations, having a clear division of roles and responsibilities, the top management team takes such decisions. However, in an eco-centric approach, this is typically not the case, as it involves actors with varying degrees of information and power asymmetry (Franken and Thomsett, 2013). Thus, at network level, a different approach that draws on aspects such as shared purpose, identity, vision, norms and beliefs is needed (Benkler, 2017).…”

The Value of Agile Ways of Working in a Non-Profit Network Organization

“…On other items, it might be mandated by the membership to take a more active role, such as advocacy or previously, on collaborative procurement (Nightingale, De Korte, Chabanel, Rowe, & Nicholson, 2011). Franken and Thomsett (2013) add to this unity : the fact that a network will act as one to achieve the common goals in changing circumstances. So the association might act on behalf of its members, but it cannot tell the members to act in a certain fashion.…”

Strategic Agility in Environmental Turbulence A case of Banking Sector in Indonesia

“…[4] The faster leaders can make important decisions, the faster organizations can take advantage of opportunities [7]. Establishing strong shared goals strengthens trust among leaders for more committed and united teams [8].…”